PENGARUH KNOWLEDGE MANAGEMENT PRACTICES TERHADAP ORGANIZATIONAL PERFORMANCE DI PERUSAHAAN RINTISAN DARING INFLUX.
Abstract
COVID-19 pandemic has changed the work pattern and behaviour across the world. One of them is the remote working setup that has been adopted by many companies, especially start-ups. Technology helps people work together even they’re located at a difference place and time. However, there’s a challenge in remote work, which is managing knowledge to improve organizational performance. This explanatory research aims to know the degree of knowledge management practices’ (KMP) influence to organizational performance (OP). This degree of influence is supported by human resources, process and structure, technology, and management encouragement. Sampling technique used here is purposive sampling where the number of samples are 32 respondents. The result of this research indicates strong influence of KMP to OP that is equal to 0,560. Besides, KMP influences OP positively under R-Square value which is 0,314. Knowledge sharing and dissemination (KMP 3) is the main factor in supporting the organizational performance, through platform enablement and employee collaboration in knowledge sharing. On its implementation, the company should retain this good practice by communication the KMP process and procedures, then evaluate it for greater advantages both for the company and the clients.
References
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[1] F. Galati, “At what level is your organization managing knowledge?”, Measuring Business Excellence, Vol. 19 No. 2, pp. 57-70, 2015.
[2] S. Durst, I. R. Edvardsson, & G. Bruns, Knowledge creation in small building and construction firms. Journal of Innovation Management, 1(1), 125–142, 2013.
[3] B. Bigliardi, A. Ivo Dormio, and F. Galati, “ICTs and knowledge management: an Italian case study of a construction company”, Measuring Business Excellence, Vol. 14 No. 3, pp. 16-29, 2013.
[4] M. H. Zack, Developing a Knowledge Strategy. California Management Review, 41(3), 125–145, 1999.
[5] I. Rechberg and J. Syed, “Ethical issues in knowledge management: conflict of knowledge ownership”, Journal of Knowledge Management, Vol. 17 No. 6, pp. 828-847, 2014.
[6] F.C. Tseng and Y.J. Fan, “Exploring the influence of organizational ethical climate on knowledge management”, Journal of Business Ethics, Vol. 101 No. 2, pp. 325-342, 2011.
[7] T. Andreeva and A. Kianto, “Does knowledge management really matter? Linking KM practices, competitiveness, and economic performance”, Journal of Knowledge Management, Vol. 16 No. 4, pp. 617-636, 2012.
[8] H.T. Inkinen, A. Kianto and M. Vanhala, “Knowledge management practices and innovation performance in Finland”, Baltic Journal of Management, Vol. 10 No. 4, pp. 432-455, 2015.
[9] K. Naser, Y. Karbhari, and M.Z. Mokhtar, “Impact of ISO 9000 registration on company performance: evidence from Malaysia”, Managerial Auditing Journal, Vol. 19 No. 4, pp. 509-516, 2004.
[10] A.C.L. Yeung, K.H. Lai and R.W.Y. Yee, “Organizational learning, innovativeness, and organizational performance: a qualitative investigation”, International Journal of Production Research, Vol. 45 No. 11, pp. 2459-2477, 2007.
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[13] C. Valmohammadi and M. Ahmadi, “The impact of knowledge management practices on organizational performance: a balanced scorecard approach”, Journal of Enterprise Information Management, Vol. 28 No. 1, pp. 131-159, 2015.
[14] M. du Plessis, "The role of knowledge management in innovation", Journal of Knowledge Management, Vol. 11 No. 4, pp. 20-29, 2007.
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[16] J. Vorbeck and I. Finke, “Motivation and competence for knowledge management”, in Mertins, K. and Heisig, P. (Eds), Knowledge Management: Best Practices in Europe, Springer, New York, NY, pp. 37-56, 2001.
[17] G.M. Marakas, Decision Support Systems in the Twenty-first Century, Prentice-Hall, Englewood Cliffs, NJ, 1999.
[18] G.S. Lynn, J.G. Morone, and A.S. Paulson, `Marketing and discontinuous innovation: the probe and learn process'', California Management Review, Vol. 38, pp. 8-37, 1996.
[19] W.D. Gray and W. Fu, “Soft constraints in interactive behavior: the case of ignoring perfect knowledge in-the-world for imperfect knowledge in-the head”, Cognitive Science, Vol. 28 No. 3, pp. 359-382, 2004.
[20] C. Bratianu, Organizational knowledge dynamics: Managing knowledge creation, acquisition, sharing, and transformation. IGI Global, Hershey, 2015.
[21] H. Lee, and B. Choi, “Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination”, Journal of Management Information Systems, Vol. 20 No. 1, pp. 179-228, 2003.
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[23] V. Gupta and M. Chopra, "Gauging the impact of knowledge management practices on organizational performance – a balanced scorecard perspective", VINE Journal of Information and Knowledge Management Systems, Vol. 48 No. 1, pp. 21-46, 2018.
[24] V.S. Anantatmula, “Linking KM effectiveness attributes to organizational performance”, Vine, Vol. 37 No. 2, pp. 133-149, 2007.
[25] S. Yahyapour, M. Shamizanjani, and M. Mosakhani, “A conceptual breakdown structure for knowledge management benefits using Meta-synthesis method”, Journal of Knowledge Management, Vol. 19 No. 6, pp. 1295-1309, 2015.
[26] M. Zack, J. McKeen, and S. Singh, (2009), "Knowledge management and organizational performance: an exploratory analysis", Journal of Knowledge Management, Vol. 13 No. 6, pp. 392-409, 2009.
[27] S.M. Tseng and P.H. Wu, “The impact of customer knowledge and customer relationship management on service quality”, International Journal of Quality and Service Sciences, Vol. 6 No. 1, pp. 77-96, 2014.
[28] J. Sarwono, J. METODE PENELITIAN KUANTITATIF DAN KUALITATIF, 2006.
[29] R.S. Kaplan, and D.P. Norton, “Measuring the strategic readiness of intangible assets”, Harvard Business Review, Vol. 82 No. 2, pp. 52-63, 2004.
[30] R.S. Kaplan, and D.P. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business Press, Boston, MA, 2004.
[31] S. Denning, "Effective storytelling: strategic business narrative techniques", Strategy & Leadership, Vol. 34 No. 1, pp. 42-48, 2006.
[2] S. Durst, I. R. Edvardsson, & G. Bruns, Knowledge creation in small building and construction firms. Journal of Innovation Management, 1(1), 125–142, 2013.
[3] B. Bigliardi, A. Ivo Dormio, and F. Galati, “ICTs and knowledge management: an Italian case study of a construction company”, Measuring Business Excellence, Vol. 14 No. 3, pp. 16-29, 2013.
[4] M. H. Zack, Developing a Knowledge Strategy. California Management Review, 41(3), 125–145, 1999.
[5] I. Rechberg and J. Syed, “Ethical issues in knowledge management: conflict of knowledge ownership”, Journal of Knowledge Management, Vol. 17 No. 6, pp. 828-847, 2014.
[6] F.C. Tseng and Y.J. Fan, “Exploring the influence of organizational ethical climate on knowledge management”, Journal of Business Ethics, Vol. 101 No. 2, pp. 325-342, 2011.
[7] T. Andreeva and A. Kianto, “Does knowledge management really matter? Linking KM practices, competitiveness, and economic performance”, Journal of Knowledge Management, Vol. 16 No. 4, pp. 617-636, 2012.
[8] H.T. Inkinen, A. Kianto and M. Vanhala, “Knowledge management practices and innovation performance in Finland”, Baltic Journal of Management, Vol. 10 No. 4, pp. 432-455, 2015.
[9] K. Naser, Y. Karbhari, and M.Z. Mokhtar, “Impact of ISO 9000 registration on company performance: evidence from Malaysia”, Managerial Auditing Journal, Vol. 19 No. 4, pp. 509-516, 2004.
[10] A.C.L. Yeung, K.H. Lai and R.W.Y. Yee, “Organizational learning, innovativeness, and organizational performance: a qualitative investigation”, International Journal of Production Research, Vol. 45 No. 11, pp. 2459-2477, 2007.
[11] R.S. Kaplan and D.P Norton, The Balanced Scorecard: Translating Strategy into Action, Harvard Business Press, Boston, MA, 1996.
[12] T. Shea, S.A. Usman, S. Arivalagan, and S. Parayitam, “Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India", VINE Journal of Information and Knowledge Management Systems, 2021.
[1] F. Galati, “At what level is your organization managing knowledge?”, Measuring Business Excellence, Vol. 19 No. 2, pp. 57-70, 2015.
[2] S. Durst, I. R. Edvardsson, & G. Bruns, Knowledge creation in small building and construction firms. Journal of Innovation Management, 1(1), 125–142, 2013.
[3] B. Bigliardi, A. Ivo Dormio, and F. Galati, “ICTs and knowledge management: an Italian case study of a construction company”, Measuring Business Excellence, Vol. 14 No. 3, pp. 16-29, 2013.
[4] M. H. Zack, Developing a Knowledge Strategy. California Management Review, 41(3), 125–145, 1999.
[5] I. Rechberg and J. Syed, “Ethical issues in knowledge management: conflict of knowledge ownership”, Journal of Knowledge Management, Vol. 17 No. 6, pp. 828-847, 2014.
[6] F.C. Tseng and Y.J. Fan, “Exploring the influence of organizational ethical climate on knowledge management”, Journal of Business Ethics, Vol. 101 No. 2, pp. 325-342, 2011.
[7] T. Andreeva and A. Kianto, “Does knowledge management really matter? Linking KM practices, competitiveness, and economic performance”, Journal of Knowledge Management, Vol. 16 No. 4, pp. 617-636, 2012.
[8] H.T. Inkinen, A. Kianto and M. Vanhala, “Knowledge management practices and innovation performance in Finland”, Baltic Journal of Management, Vol. 10 No. 4, pp. 432-455, 2015.
[9] K. Naser, Y. Karbhari, and M.Z. Mokhtar, “Impact of ISO 9000 registration on company performance: evidence from Malaysia”, Managerial Auditing Journal, Vol. 19 No. 4, pp. 509-516, 2004.
[10] A.C.L. Yeung, K.H. Lai and R.W.Y. Yee, “Organizational learning, innovativeness, and organizational performance: a qualitative investigation”, International Journal of Production Research, Vol. 45 No. 11, pp. 2459-2477, 2007.
[11] R.S. Kaplan and D.P Norton, The Balanced Scorecard: Translating Strategy into Action, Harvard Business Press, Boston, MA, 1996.
[12] T. Shea, S.A. Usman, S. Arivalagan, and S. Parayitam, “Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India", VINE Journal of Information and Knowledge Management Systems, 2021.
[13] C. Valmohammadi and M. Ahmadi, “The impact of knowledge management practices on organizational performance: a balanced scorecard approach”, Journal of Enterprise Information Management, Vol. 28 No. 1, pp. 131-159, 2015.
[14] M. du Plessis, "The role of knowledge management in innovation", Journal of Knowledge Management, Vol. 11 No. 4, pp. 20-29, 2007.
[15] I. Nonaka, “A dynamic theory of organizational knowledge creation”, Organization Science, Vol. 5 No. 1, pp. 14-37, 1994.
[16] J. Vorbeck and I. Finke, “Motivation and competence for knowledge management”, in Mertins, K. and Heisig, P. (Eds), Knowledge Management: Best Practices in Europe, Springer, New York, NY, pp. 37-56, 2001.
[17] G.M. Marakas, Decision Support Systems in the Twenty-first Century, Prentice-Hall, Englewood Cliffs, NJ, 1999.
[18] G.S. Lynn, J.G. Morone, and A.S. Paulson, `Marketing and discontinuous innovation: the probe and learn process'', California Management Review, Vol. 38, pp. 8-37, 1996.
[19] W.D. Gray and W. Fu, “Soft constraints in interactive behavior: the case of ignoring perfect knowledge in-the-world for imperfect knowledge in-the head”, Cognitive Science, Vol. 28 No. 3, pp. 359-382, 2004.
[20] C. Bratianu, Organizational knowledge dynamics: Managing knowledge creation, acquisition, sharing, and transformation. IGI Global, Hershey, 2015.
[21] H. Lee, and B. Choi, “Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination”, Journal of Management Information Systems, Vol. 20 No. 1, pp. 179-228, 2003.
22] D. Palacios-Marqués, M. Peris-Ortiz, and J.M. Merigo, “The effect of knowledge transfer on firm performance: an empirical study in knowledge-intensive industries”, Management Decision, Vol. 51 No. 5, pp. 973-985, 2013.
[23] V. Gupta and M. Chopra, "Gauging the impact of knowledge management practices on organizational performance – a balanced scorecard perspective", VINE Journal of Information and Knowledge Management Systems, Vol. 48 No. 1, pp. 21-46, 2018.
[24] V.S. Anantatmula, “Linking KM effectiveness attributes to organizational performance”, Vine, Vol. 37 No. 2, pp. 133-149, 2007.
[25] S. Yahyapour, M. Shamizanjani, and M. Mosakhani, “A conceptual breakdown structure for knowledge management benefits using Meta-synthesis method”, Journal of Knowledge Management, Vol. 19 No. 6, pp. 1295-1309, 2015.
[26] M. Zack, J. McKeen, and S. Singh, (2009), "Knowledge management and organizational performance: an exploratory analysis", Journal of Knowledge Management, Vol. 13 No. 6, pp. 392-409, 2009.
[27] S.M. Tseng and P.H. Wu, “The impact of customer knowledge and customer relationship management on service quality”, International Journal of Quality and Service Sciences, Vol. 6 No. 1, pp. 77-96, 2014.
[28] J. Sarwono, J. METODE PENELITIAN KUANTITATIF DAN KUALITATIF, 2006.
[29] R.S. Kaplan, and D.P. Norton, “Measuring the strategic readiness of intangible assets”, Harvard Business Review, Vol. 82 No. 2, pp. 52-63, 2004.
[30] R.S. Kaplan, and D.P. Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business Press, Boston, MA, 2004.
[31] S. Denning, "Effective storytelling: strategic business narrative techniques", Strategy & Leadership, Vol. 34 No. 1, pp. 42-48, 2006.
Published
2022-12-23
How to Cite
DELINNA, Delinna et al.
PENGARUH KNOWLEDGE MANAGEMENT PRACTICES TERHADAP ORGANIZATIONAL PERFORMANCE DI PERUSAHAAN RINTISAN DARING INFLUX..
Jurnal Ekonomi dan Bisnis (EK dan BI), [S.l.], v. 5, n. 2, p. 437-450, dec. 2022.
ISSN 2621-4695.
Available at: <http://jurnal.murnisadar.ac.id/index.php/EKBI/article/view/537>. Date accessed: 01 oct. 2023.
doi: https://doi.org/10.37600/ekbi.v5i2.537.
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